* Eyes *

* Physical strength *

* Courage *

* Charm *

And excellent knowledge.

I hope my answer is helpful to you _

Quality of excellent CEO

How did the most famous business management stars reach the peak of their careers?

A careful study of the professional experience of top CEOs shows that some special skills and work styles have played a vital role in their outstanding achievements. Each of them leads a huge enterprise, and their leadership skills have stood the test of time.

The best CEOs start their work by investigating the market, injecting a brand-new concept into the enterprise, that is, to solve any problem, we must first analyze the external environment of the enterprise, and then analyze the internal environment of the enterprise, which is the so-called "outside-in" method. Many excellent CEOs have unparalleled leadership skills, in other words, they deeply love their jobs and companies. The most successful CEO understands the importance of corporate culture and the difficulty of making substantial changes to corporate culture.

Guo Shina: Listen to customers.

Thomas Watson, the genius founder of IBM, once warned his colleagues to "aim high and achieve great things". When he talked about "great cause", he must have never thought that it turned out to be a huge loss. But in the early 1990s, the enterprise giant IBM faced this situation. This leading computer enterprise is not only mired in losses, but also goes from bad to worse due to poor management. The IBM board of directors urgently needs a new business leader. In the end, Guo Shina, the CEO of RJR Na Beske, a food giant, was elected and appointed at a critical moment.

As soon as the appointment was announced, it caused a lot of doubts and anxiety. Opponents criticized Guo Shina's lack of experience in managing technology enterprises. In this regard, Guo Shina showed great courage and patience. For example, when asked about the future prospects of IBM, he replied: "From the current situation, IBM has no future prospects at all."

Before that, many people in the company thought that if the company was divided into several smaller enterprises, it would be more likely to survive. But the first important decision made by Guo Shina was not to split IBM. In his first month in office, he flew tens of thousands of miles, met clients and managers all over the world, and then made this decision. At the end of the trip, he came to a conclusion that the recovery expected by IBM depends not only on the production of hardware and software, but also on the company's ability to provide diversified computer products and services. If IBM can do this, customers will completely rely on the company to solve all computer-related problems, not just providing equipment parts or temporary IT testing services.

Guo Shina's work experience in his first month in office provided valuable experience for other managers to deal with critical situations:

1, make full use of all the capabilities of the enterprise. Guo Shina knew that he needed to use all the power of IBM to transform the company, so he didn't split the company. This experience is also applicable to medium-sized enterprises. When you re-formulate enterprise strategy or implement major changes, you must fully mobilize every part of the enterprise. Never let any department, unit or individual stay out of it.

2. Let customers point out the weaknesses of the enterprise. Guo Shina knew that the situation of the enterprise was not good. When talking with customers all over the world, he also frankly admitted this sad fact and asked customers to point out the problems of the enterprise. In this respect, your managers and employees may know the enterprise like the back of their hands, but your customers can provide you with a brand-new perspective. But Guo Shina knew that this was not enough to maintain the integrity of the enterprise. He knows that if he wants to turn the corner, he must reverse the mentality of employees and corporate culture. "IBM has been smooth sailing for a long time. When enterprise personnel are looking for the next challenge, they find that it is not from the market, but from within the enterprise. So the focus of the company shifted from customers to a series of internal competitions. "

Guo Shina made a bold decision, determined to completely reverse IBM's outdated corporate culture and "cultivate three key qualities of the enterprise: market attention, speed and teamwork spirit". He feels that no amount of publicity can overemphasize this point. It is "the most important task in the process of changing IBM" to shift the focus of enterprises from internal friction to market and customer service.

Looking back, Guo Shina said that the work of changing corporate culture was "frustrating". When asked what advice he had for other managers who planned to change corporate culture, he replied, "Be patient, this job takes time. This process is often slower and longer than you expected. " Guo Shina's words and deeds once again provide a general blueprint for those enterprises facing corporate culture change:

1, let the enterprise go outside to find the answer. Once business leaders realize that their business is in crisis, they are likely to freeze their learning mechanism. Therefore, they must emphasize the importance of paying attention to customers and markets, set an example, learn from competitors, and consult important customers with an open mind.

2. Pay attention to three key factors: market problem, speed and team spirit. Guo Shina reshaped IBM with these principles. These timeless ideas also apply to small shops and large enterprises.

3. Understand the long-term nature of the task of changing corporate culture. This is especially true in a giant enterprise like IBM, but it is no exception in a small enterprise. You must be patient when trying major changes.

4. Don't expect managers and employees to actively adapt to strategic changes. Any substantial strategic change may be resisted by people who are used to the old ways. Therefore, leaders should start with corporate culture and corporate strategy to realize the transformation.

It took Guo Shina five years to turn IBM from a loss of $654.38+0.6 billion to a profit of $5 billion, which was the most amazing enterprise recovery in history. Guo Shina has achieved such great success not only because it sold more computers, but also because it transformed an old hardware manufacturer into a brand-new enterprise, providing customers with solutions to problems, not just selling hardware.

Now, please evaluate yourself as CEO:

Is it aimed at solving customers' problems, or adhere to the product-centered concept? If you choose the latter, you and your team still have some problems to solve. Do you often receive customers in the office and communicate with them face to face? If not, how much time do you and other senior managers spend on customers? Does your business benefit from the services of existing products? How will this business area expand?

Gates: Give full play to the talents of employees.

Microsoft is one of the largest and most powerful enterprises in the world. Even in the economic and technological downturn since 2000, Microsoft's operating conditions are still better than most technology companies, with sales increasing by 65,438+02%. Although the company is caught in some legal disputes, Microsoft is still an example for many enterprises to follow. First of all, it is a "creativity first" enterprise. Bill Gates and other senior managers spend a lot of time trying to create a good environment in the company so that all employees can contribute to the knowledge base of the enterprise.

Of course, this is also the oral goal of many enterprises. But in achieving this goal, Microsoft has done better than other companies. Gates often promotes this corporate culture: not only encourages all employees to think, but also encourages them to share their ideas with colleagues and managers in the enterprise. He used the word "digital nervous system" to describe the information enjoyment within the enterprise. He believes that the role of digital information is just like that of the central nervous system to the human body. This digital nervous system includes not only macro issues such as strategic planning, but also common but critical activity information such as communication with customers. The ultimate goal of establishing digital nervous system is to create a faster and more decisive enterprise. The stronger the enterprise's ability to integrate information, the more convenient it is for employees to contact information, and it can also reflect market changes more quickly.

To create the ideal enterprise in Gates' mind, we should consider taking the following steps:

1. Digitize the most important information of the enterprise. Only by integrating the most important information in a digital way can a digital nervous system be established. Ensure that key sales reports, memos and proposals enter the online information base. In addition, it is necessary to ensure that all employees and managers who need this information can get it at any time.

2. Ensure that the enterprise's infrastructure and corporate culture encourage every employee to put forward ideas. Gates believes that Microsoft's corporate culture has greatly promoted the formation of corporate Internet strategy. If enterprises can't really encourage employees to contribute their ideas and ideas, they are likely to miss important information with great potential value.

Gates attaches great importance to prompting employees to think at a higher level. He believes that what needs accurate data most is middle managers and employees, because they are responsible for the most practical work. Therefore, he urged enterprises to give up the habit of collecting information centrally, but to educate employees to understand, analyze information and take corresponding actions. The following methods will help to promote the information flow within the enterprise:

1. Encourage any employees and customers to contact you directly. In most enterprises, no one actually dares to send an email directly to the CEO. Gates set an example and encouraged everyone to write to him at any time. He not only wants to hear good news, but also wants to hear bad news faster.

2. Aim at "pure digital transactions". Gates stressed that there are still a lot of inefficiencies in the operation of enterprises. This is mainly caused by the low degree of "pure digital trading". Customers and suppliers should be encouraged to work closely with key departments of the enterprise to realize pure digitalization of transactions (such as supplying goods according to orders).

3. Ensure that enterprises can quickly retrieve existing information. Gates called it "corporate memory". It is not only employees but also external customers who need to obtain important information. In this way, when discussing the trading account, the account manager and the customer of the enterprise can consult the same document and retrieve the required information.

There are several ways to improve corporate memory:

1. Make sure that your customers and suppliers can get information like employees. This will make the transaction easier. This method requires a lot of mental adjustment.

2. Make sure that you can search for any documents and files within 60 seconds. If your enterprise can't pass this test, it is meaningless to digitize all these transactions and operational processes.

Now, please evaluate yourself as CEO:

Are there any employees in your enterprise who are only responsible for inputting information into the system? Do you encourage employees of all levels and positions to send emails to anyone in the company? When was the last time you made an important decision based on the advice of ordinary employees outside the senior management team?

Kelleher: Using Cultural Assets

When Herb kelleher became the CEO of Southwest Airlines, the company had only 27 planes and a turnover of only $270 million. By 200 1, the enterprise scale has expanded to $5.7 billion. Although this energetic lawyer-born CEO stepped down in 200 1, his shaping and influence on the enterprise has continued to this day.

From the fare structure to the policy of not reserving seats, Southwest Airlines has challenged the traditional business philosophy in almost all fields. However, as the only large airline that has never experienced a loss year, its achievements are mainly attributed to its unique corporate culture. Employees are extremely loyal to the company. They think that although Southwest Airlines is a big enterprise, the warm and intimate atmosphere in the enterprise is more like a small family. Kelleher has always hated bureaucracy. He said: "China Southern's corporate culture may be its main competitive advantage. Intangible assets of enterprises are much more important than tangible assets. This is because the gap of tangible assets can be completely bridged. You can buy a plane, you can rent a ticket counter, but the spirit of your employees cannot be copied by other companies. "

When the fuel cost tripled and Southwest Airlines was in crisis, kelleher asked each employee to save 5 dollars for the enterprise every day. If they can do this, they will save the company 50 million dollars in one year.

In fact, the employees actively responded to his call. A group of mechanics invented a more economical method of heating aircraft, and employees of another department volunteered to take on the housekeeping work of their own department, and so on. In the first six weeks alone, kelleher's diligent employees saved the company more than 2 million dollars. This example clearly shows the great power of mutual trust between managers and employees.

Southwest Airlines also takes corporate culture as the standard in personnel recruitment. Of the 90,000 people who apply for jobs every year, only 4% will be hired. In order to ensure that employees are suitable for the enterprise, the personnel sought by Southwest Airlines must conform to the corporate culture of being positive, friendly and humorous. To this end, the company adopted a personality test to evaluate candidates from positive emotions, optimism, decision-making ability, team spirit, communication skills, self-confidence and self-motivation ability.

When interviewing candidates for important positions, your enterprise may wish to adopt kelleher's suggestion and adopt the following two methods:

1. Evaluate intangible assets. Kelleher knows that intangible assets are far more important than tangible assets. For example, attitude is difficult to evaluate, but it is a very important factor in building the corporate culture of Southwest Airlines.

2. Establish your own employment standard system. List the qualities that you and your company value most, and make sure that the applicant can meet these personality requirements before making an employment decision.

Although Southwest Airlines is a big enterprise, it maintains the spirit of a small company. Many enterprises put on airs, but kelleher actively encourages creating a relaxed and happy atmosphere, especially at work. He believes that CEO should spend more time in contact with customers at home and abroad, leaving other work tasks for evenings and weekends. He warned employees not only to care about statistics, but to focus on service. He said: "We told employees not to worry about profits, but to serve customers. Profit is a by-product of service. "

He also explained that in a truly participatory environment, managers don't need too much participation. "If we create an environment where everyone really participates, there is no need for supervision and control at all."

The characteristics of the company's corporate culture are:

1, the manager's salary is low and the employee's salary is high. Kelleher said that without a fair and reasonable salary system, there would be no such corporate culture. His salary to employees is higher than the industry average, and all employees are allowed to participate in the company's generous profit sharing plan. However, his salary to managers is 30% lower than that of other airlines. Southwest Airlines tries its best to make up for the income gap caused by the stock preemptive right of managers.

2. Limit the enterprise management structure to four levels. It is not enough to just hire the right people and let them share the profits. In order to ensure the smooth implementation of various decisions, the chairman of the company insists that managers from CEO to front-line manager can only be divided into four levels at most. The best performing employees are those who are confident in their decisions and have a positive attitude.

Now, please evaluate yourself as CEO:

Is there a high degree of trust between employees and managers in your enterprise? Can employees make decisions independently without the boss's consent? Do most employees share the profits of the enterprise economically or otherwise? Is your corporate recruiter based on attitude or more on various hard conditions?

Sincere communication is more important than rational communication. In addition, the communication of goals, ideas, emotions, creativity and love is as important as the communication of situations and characters.

Excellent CEOs like Guo Shina, Gates and kelleher, although with different backgrounds, can accurately grasp the future needs, create epoch-making products, workflows or solutions, and implement the most outstanding ideas. They have made important contributions to the enrichment and expansion of management knowledge.